Search results

The purpose of this paper is to explore the relationship between transformational leadership and a transactional leadership component (management by exception‐active), and fulfillment of the basic needs of autonomy, competence and relatedness.

The paper is based on cross sectional data from 661 employees who completed validated questionnaires such as the the multifactor leadership questionnaire (MLQ) and the basic need satisfaction at work (BNSW). The data were analysed using structural equation modeling in AMOS 18.0.

The results show that both transformational leadership and the transactional behavior management by exception active are significantly related to fulfillment of the basic needs. Significant regression weights of 0.50 (p<0.01) 0.46 (p<0.01), and 0.21 (p<0.01) from transformational leadership to relatedness, autonomy and competence were also found. Negative and smaller paths were revealed from management by exception to relatedness (=−0.12, p<0.01), competence (=−0.12, p<0.05), and autonomy (=−0.18, p<0.01). Squared multiple correlations (R²) for relatedness, competence and autonomy were 0.28, 0.06, and 0.27, respectively.

The paper empirically addresses the theoretically suggested link between transformational leadership and need fulfillment.

The purpose of this paper is to examine the relevance of “carrot and stick” (transactional) leadership style in predicting employees’ job satisfaction in a modern business organization.

The study was cross-sectional in nature and made use of structured questionnaire to collect data. Stratified and simple random sampling techniques were used to select the respondents. In total, 215 questionnaires were returned by respondents out of the 220 administered. Taylor and Bowers (1974) overall job satisfaction questionnaire and Bass and Avolio (2004) multifactor leadership questionnaire, were used to measure job satisfaction (α=0.812) and transactional leadership style (α=0.761), respectively. Simple linear regression was also used to predict the relationship between the constructs.

Results indicated significant and positive relationship between managers transactional leadership style and employees overall job satisfaction (β=0.292, p<0.001). Moreover, contingent reward (β=0.313, p<0.001) and management by exception (active) (β=0.208, p<0.001) were, respectively, found to be statistically significant and positively related with job satisfaction. However, there was no significant relationship between management by exception (passive) and job satisfaction.

This study adds to research that transactional leadership is broadly ideal for employees of manufacturing firms in Ghana where tasks are routine, objectives are clearly stated and work outputs can easily be measured.

The purpose of this paper is to evaluate the influence of managers' leadership styles (transformational, transactional and laissez‐faire) on both the level and the nature of workplace conflicts (cognitive and relational in nature).

Data are collected from hospital employees in Canada. A total of 1,031 completed questionnaires are received, representing a response rate of 46 percent. The hypothesis is tested using confirmatory factor analyses and multiple regressions.

The results indicate that the two conflict dimensions do not derive completely from the same mechanisms, since only two out of the eight leadership dimensions evaluated influence both cognitive and relational conflicts. On the one hand, inspirational motivation has a negative impact on cognitive conflicts while intellectual stimulation and passive management by exception seem to foster it. On the other hand, inspirational motivation and individualized consideration negatively influence relational conflicts whereas management by exception‐active and management by exception‐passive impact it positively.

The sample comprises a single organization and the data are collected at one point in time. Also, the model's variables are assessed by the same source (employees).

The results of this research highlight the importance of a supervisor's ability to introduce a common vision and demonstrate individualized consideration to reduce workplace conflict during periods of organizational change.

Although researchers stress that conflict management represents an important role for leaders, very few empirical studies have examined how leadership influences workplace conflicts.

The purpose of this paper is to examine the empirical validity of transformational, transactional and laissez‐faire leadership and their sub‐scales among physician managers.

A nation‐wide, anonymous mail survey was carried out in the United States, requesting community health center executive directors to provide ratings of their medical director's leadership behaviors (34 items) and effectiveness (nine items), using the Multifactor Leadership Questionnaire 5X‐Short, on a five‐point Likert scale. The survey response rate was 40.9 percent, for a total 269 responses. Exploratory factor analysis was done, using principal factor extraction, followed by promax rotation).

The data yielded a three‐factor structure, generally aligned with Bass and Avolio's constructs of transformational, transactional and laissez‐faire leadership. Data do not support the factorial independence of their subscales (idealized influence, inspirational motivation, individualized consideration, and intellectual stimulation under transformational leadership; contingent reward, management‐by‐exception active, and management‐by‐exception passive under transactional leadership). Two contingent reward items loaded on transformational leadership, and all items of management‐by‐exception passive loaded on laissez‐faire.

A key limitation is that supervisors were surveyed for ratings of the medical directors' leadership style. Although past research in other fields has shown that supervisor ratings are strongly correlated with subordinate ratings, further research is needed to validate the findings by surveying physician and other clinical subordinates. Such research will also help to develop appropriate content of leadership training for clinical leaders.

This study represents an important step towards establishing the empirical evidence for the full range of leadership constructs among physician leaders.

The purpose of this paper is to investigate the relationship between transformational and transactional leadership, and labour flexibility within small to medium‐sized enterprises (SMEs). Using a sample comprising 755 employees, rating 121 supervisors within 50 Dutch small and medium‐sized companies, the authors examined the relationship between transformational and transactional leadership on the one hand, and temporal and functional flexibility on the other. Further, to test whether the expected associations could be perceived as a social exchange between supervisor and employees, this study investigated the mediating role of affective organisational commitment.

Because data were nested, the authors used multilevel analysis for hypothesis testing.

Both dimensions of transformational leadership, visionary leadership and coaching, were positively related to temporal flexibility; also two dimensions of transactional leadership, contingent reward and active management by exception, were also positively associated with temporal flexibility. All of these associations were mediated by affective organisational commitment, indicating social exchange relationships. As opposed to expectations, passive management by exception, representing poor transactional leadership, was positively related to temporal and functional flexibility. Affective commitment did not mediate these relationships.

SMEs are therefore advised to improve visionary leadership, coaching skills, contingent reward, and active management by exception.

The paper shows that, remarkably, labour flexibility can be increased by both effective and poor leadership. On the one hand, effective leadership seems to promote temporal flexibility by creating employees’ commitment to the organisation. Poor leadership, on the other hand, does not call for people's affective commitment and thus seems to be forcing employees into demonstrating flexible behaviours, as a way of compensating for bad management.

The purpose of this study is to investigate the transformational and transactional leadership styles and organizational learning at for-profit and non-profit sports organizations, and the impact of these leadership styles on enhancing organizational learning in these sports organizations.

A quantitative questionnaire survey method was adopted. The data were collected from for-profit and non-profit sports organizations in the UK.

Management by exception-active in transactional leadership and idealized leadership in transformational leadership seem to be equally important for facilitating organizational learning. The results also revealed significant differences between for-profit and non-profit sports organizations in leadership styles and organizational learning.

The generalizability of the results for different sports settings or different countries must be examined, given that only some sports organizations under the umbrellas of non-profit and for-profit sectors were used as the target population. The research is limited to the use of moderating variables, such as motivation, organizational structure, culture and innovation, that might attenuate this effect. This study contributes to the field by investigating the direct relationship between leadership styles and organizational learning in a sports setting.

The originality of this study is its advances of sports leadership research that is linking leadership styles and organizational learning in for-profit and non-profit sports organizations.

This study focuses on the relationship between cohesion, consensus in the perception of leadership style of the supervisor within teams and solidarity behaviour of employees towards their supervisor (vertical solidarity behaviour) and towards other team members (horizontal solidarity behaviour).

According to the self‐categorisation theory, which elaborates on the social identity theory, hypotheses for the relationship between consensus in perception within teams, cohesiveness within the teams and vertical and horizontal solidarity behaviour of employees were formulated. The hypotheses were tested in a study with 193 employees within 35 teams in a Dutch Ministry.

As expected, consensus in leaders' perception and cohesiveness within the team were positively related for transformational leadership style. Results from multi‐level analyses showed, as expected, a positive relationship between cohesiveness and horizontal solidarity behaviour. For vertical solidarity behaviour an interaction effect was found: the relationship between cohesiveness and vertical solidarity behaviour is positive if employees perceive their supervisor as high transformational, but is slightly negative if employees perceive their supervisor as low transformational.

The finding that consensus in transformational leader's perception within teams is related to the cohesiveness of a team support the self‐categorization theory. On the other hand cohesiveness is only related to vertical solidarity behaviour when the supervisor is perceived as high transformational.

The different results mean that it make sense to distinguish between horizontal and vertical solidarity behaviour. In addition, they show the impact of consensus in the perception of leadership style on cohesion.

The primary purpose of the study was to investigate the relationship between leadership styles (Multifactor Leadership Questionnaire (MLQ 5X‐Short)) and the “Big Five” personality traits (NEO‐FFI) of neuroticism, extraversion, openness to experience, conscientiousness and agreeableness among managers currently working in the hotel industry of Cyprus.

Adopting a quantitative approach, the MLQ 5X‐Short was utilized to allow research participants to describe their leadership style as they perceive it. In addition, the most widely acknowledged tool for measuring personality traits, NEO‐FFI, was also incorporated in the questionnaire.

Findings suggest that transformational leadership is positively associated with extraversion, openness and conscientiousness; while in contrast, passive/avoidance leadership style is negatively associated with conscientiousness and agreeableness.

The small sample size (n=131) and the homogeneity of the sample, limit the generalizability of the findings to other environments.

Hospitality organizations should recruit, promote and invest in developing extrovert individuals who are both open to experience and conscientious, and who also exhibit transformational leadership behaviours.

This paper contributes to the scientific literature by investigating the association between the “Big Five” personality traits and transformational leadership behaviours.

The purpose of this paper is to identify the required leadership styles and skills for stadium management, and examine the relationship between transformational and transactional leadership styles and the skills approach: technical, human and conceptual skills.

A quantitative methods approach was used to gather the data, using a sample of 212 registered individuals in stadium settings.

The results revealed that there are significant relationships between leadership styles and the skills approach: technical, human and conceptual skills. More importantly, leadership styles were found to be equally important even though the effect between these styles and the skills approach: technical, human and conceptual skills, varied in the three levels of management. Further details have been reported in the results.

The paper provides an insight into the relationship between leadership styles and the required skills, using a quantitative methods approach. While this is an appropriate method, in-depth interviews are needed to understand why/why questions in stadium settings.

Managers should be carefully selected in the three levels of management because unqualified people can have negative consequences on the reputation of a stadium and the hosting of major events. An effective selection program focusing on mid-level managers is essential.

This research represents the first attempt to investigate and understand the relationship between leadership styles and the required skills, using evidence from stadium settings.